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    Small Farm Business Planning

    Unit 2.0 | 1

    2.0 Small Farm

    BusinessPlanningIntroduction 3

    Lecture 1 Outline: An Introduction to Business Planning 5

    and the Critical Elements of a Business Plan

    Lecture 2 Outline: Review of a Sample Business Plan 9

    Lecture 3 Outline: Cash Flow Spreadsheets, Cash Flow Planning, 15

    and Proper Categories for Sources and Uses of Cash

    Step-by-Step Exercise: Entering Your Financial Information 19

    in the Small Farm Cash Flow Spreadsheet

    Resources 21

    Glossary 25

    Appendices

    1. Characteristics of U.S. Small Farms 27

    2. Sample Business Plan 29

    3. Business Plan Template 35

    4. Sample Cash Flow Spreadsheets for the First Two 43

    Operating Years

    5. Cash Flow Template 47

    6. Second Year Cash Flow Projections 49

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    Introduction

    Introduction: Small Farm Business Planning

    UNIT OVERVIEW

    This unit provides practical advice onhow to approach business planning

    in the start-up phase of a small farm.

    Lecture 1 provides an overview of why

    and how to plan. Lecture 2 provides

    a detailed examination of a sample

    business plan with interactive exercises.

    The third lecture demonstrates how to

    develop a month-by-month cash flow

    projection for the first two years of a

    new farm.

    The main goal of this unit is to

    encourage students to see holistic

    business planning as a necessary and

    integral part of farming. For students

    who have learned how to develop a

    farm plan suitable to specific soils and

    climates, this unit will teach them how

    to think about modifying the farm

    plan to address specific marketingopportunities and resource limitations.

    The objective of the unit should be that

    each student leaves with a business

    plan well started.

    MODES OF INSTRUCTION

    > LECTURE/DEMONSTRATION (presented in one half-day session

    or three 50-minute classes)

    Lecture 1 introduces the concept of business planning andthe critical elements of a business plan. Lecture 2 reviews asample business plan, including discussion and interactive

    exercises. Lecture 3 and the Step-by-Step Exercise review anddemonstrate a cash flow spreadsheet, and include discussion

    of elements of cash flow planning and proper categories forsources and uses of cash.

    LEARNING OBJECTIVES

    CONCEPTS

    The rationale behind business planning

    The essential components of business planning for start-up,developing and mature farming enterprises

    SKILLS

    Ability to develop a basic 5-part business plan for a start-upfarming enterprise including: values and goals assessment,

    resource analysis, market analysis, market plan, timemanagement plan, farming plan, and financial analysis

    Ability to develop a basic 2-year cash flow budget for a smallfarm enterprise and assess the economic viability of the

    operation

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    Lecture 1 Outline: Introduction to Business Plan-ning and the Critical Elements of a Business Plan Note: See also Building a Sustainable Business: A Guide to Developing a Business Plan for Farms

    and Rural Businesses. Co-published by the Minnesota Institute for Sustainable Agricultureand the Sustainable Agriculture Network (see Resources section).

    A. The Rationale behind Business Planning

    1. Time and money are often scarce resources

    2. One will need to do research to generate accurate information on the economic viability of

    a farm operation if one is to manage time and money successfully

    3. Many small businesses fail

    a. Wells Fargo study using data of the U.S. Census Bureau showed about half of businesses

    that employ people are still operating five years after they open. The study estimates thatover the lifetime of a business, 39% are profitable, 30% break even, and 30% lose money,

    with 1% falling in the unable to determine category (Business Week, September 30, 1999).

    b. Businesses with fewer than 20 employees have only a 37% chance of surviving four yearsand only a 9% chance of surviving 10 years. Of those failed business, only 10% of them

    close involuntarily due to bankruptcy. The remaining 90% close because the businesswas not successful, did not provide the level of income desired, or was too much work for

    their efforts (Agricultural Development Center. ADC Info #24, October 1998. AgriculturalExtension Service, University of Tennessee).

    4. Small-scale farming is much more difficult to succeed in financially than most other smallbusinesses The financial viability of U.S. small farms (see Appendix 1: Characteristics ofSmall Farms Differ Markedly from Large Farms, and Unit 1.0: Small Farm Viability Today)

    a. 94% of all U.S. farms (1,945,190 out of a total of 2,068,000) are small farms (defined bysales of less than $250,000)

    b. 74% (1,531,760) of all U.S. farms are small farms having sales of less than $50,000/year,

    with an average net cash farm income of negative $1,702c. These farming operations rely heavily on non-farm income (e.g., off-farm jobs, retirement, etc.)

    d. 20% (413,431) of U.S. farms have sales of $50,000$250,000/year with an average netcash income of $23,159

    e. Therefore, entry-level farmers lacking supplemental or off-farm income must competewith growers who have supplemental incomes (e.g., pensions, off-farm jobs) in anenvironment where net farming income is low or negative

    5. Potential disadvantages of entering agriculture without thorough business planning As agriculture is capital intensive it may result in the investment and loss of significant

    amounts of both time and money

    6. Proper business planning allows one to analyze the financial viability of the proposed

    farming business and help one make more informed and strategic decisions that may

    increase the chances of success and reduce the risk of financial losses

    7. Business planning might also change your mind about entering farming, result in delayingthe start of your business until additional resources are secured, or might radically alter

    your business concept toward options with greater likelihood of financial success

    Lecture 1 Outline

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    B. The Business Planning Process and the Written Business Plan

    1. The process of business planning is to think methodically about all aspects of building a newbusiness, including: determining the compatibility of farming professionally with personal

    values and goals; analysis of personal resources (e.g., skills, funding, and support network);market analysis and market planning; financial analysis; farming/production plan to match

    known market and marketing plan; and time management planning (see below for further

    details)

    2. To be successful in any business, business planning is essential

    3. The form that business planning takes is less important than it contain all of the elements

    listed above and makes sense to you. It does not have to be formal.

    4. In contrast to the larger process of business planning, a written business plan usually means a

    formal document designed to be presented to potential investors, lenders, or other stakeholdersin the enterprise

    5. Making a formal business plan for outside investors is probably not an early priority

    6. If the off-the-shelf business planning software packages and How to write a business planguides help guide you through the process, use them

    7. Caution: Dont let a slick format in an easy-to-use software package fool you into thinking

    you have done the proper research and analysis if you havent (see below for the essentialelements of a business plan)

    C. Critical Elements of a Business Plan for the Startup Phase of a Small Farm Enterprise

    1. Vision, values, and goals

    a. Self-evaluation, determination of personal values and goals, and their compatibilitywith farming as a profession/occupation This is a separate exercise, not covered in this

    class, but everything depends on it. (For resources on self evaluation and developing apersonal and business vision, see Building a Sustainable Business: A Guide to Developing a

    Business Plan for Farms and Rural Businesses. Co-published by the Minnesota Institute forSustainable Agriculture and the Sustainable Agriculture Network, in Resources.)

    b. The specific vision, values, and goals for the business will be the similar but different in

    that they support your personal vision, values, and goals.

    2. Resource analysis

    a. Resource analysis An evaluation of the total personal resources available to apply

    toward the development and maintenance of the farming business

    b. Skills assessment Identify the skills you have that will benefit the business (e.g.,farming skills, accounting, marketing, etc.)

    c. Identify personal advisors

    i. They do not need to be experts, they just need to know you well

    ii. The role of the advisors may include the following

    Help you set and meet business planning goals

    Make you justify your business decisions

    Their role is NOT to provide free ad-hoc advice regarding matters they know

    nothing about

    d. Time allocation Time is a major constraint and needs to be budgeted as carefully as

    money

    e. Since you cant borrow time, you actually need to budget time more carefully than money

    f. Constraints Identify the major resource constraints, e.g., time, money, access to land,farming experience, business skills, etc.

    Lecture 1 Outline

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    3. Market analysis

    a. Assess what is currently taking place in the market. Questions to investigate include:

    What are the established markets? What is being sold currently at what prices andthrough what marketing segments? What is there a demand for that is not being met?

    b. As a farmer looking for a marketing outlet, where should I focus first? You may know that

    you ultimately want to have a market base that is 1/3 farmers market, 1/3 wholesale,

    and 1/3 CSA, but you might not be able to develop those three market channelssimultaneously in your first year.

    c. Is there a marketing niche that can be occupied?

    d. Identify the regions and segments where you might market your products

    i. A region a contiguous geographical area, e.g., Central Coast of California

    ii. A segment a specific marketing outlet such as direct retail, value-added, or wholesale

    4. Marketing plan

    a. How am I going to build my market(s) in my chosen region(s) and segment(s)?

    i. Consider both what you like and what you think is most likely to work

    Work with your strengths If you dont like talking to the public you wont do well

    at a farmers market. (Consider hiring others for this work.)

    You may not want to drive an extra two hours to get to the more lucrative farmersmarket, but doing so may be the only realistic way to get the restaurants in that

    area to consider buying directly from you

    b. Establish a niche

    i. The more specifically adapted to a particular market you become, the more likely you

    are to survive financially

    ii. Ideally your business is so specifically adapted to a certain market that you become anecessary part of the local economy

    c. Diversify

    i. Attempt to develop another niche or two just in case there are changes in the market

    5. Financial analysis

    a. Capital needs analysis Define how much equipment you truly need. List it out and get prices

    on both new and used equipment.

    b. Start-up cash flow analysis Define accurately when will you have to purchase suppliesand equipment. This should correspond exactly to your farm plan. Price supplies from

    different sources.

    c. Phase-one cash flow analysis Define when you will start to generate revenue, and whatyour selling costs and ongoing operational costs will be

    d. Revenue estimates will depend on your preliminary marketing plan as well as yourestimates of yields and prices. Selling costs include transportation, selling supplies suchas bags and boxes, and possibly sales help.

    6. Farming plan

    a. The farming plan is essentially the crop planand defines what crops will be grown,how much of each crop, and at what times of the year

    b. The farming plan must serve the marketing plan,which is based on the marketanalysis

    i. Determine what will sell first, then decide what to grow

    c. The farming plan is constrained by the financial plan

    i. Example: If you are not in a financial position to establish an orchard it doesnt matterif there is a great market for apples

    Lecture 1 Outline

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    ii. Consider how you can adapt the farm plan to lessen seasonal cash flow problems.

    Example: if you can grow vegetable starts inside and sell them early in the spring, itwill help generate cash to buy other necessary supplies needed at that time.

    7. Time management plan

    a. A time management plan is just like a cash flow plan only for hours instead of dollars.You can also think of it as a time budget.

    i. Example: It simply cannot take three days to make your planting beds perfect,because the only way to accomplish everything you need to do that week is to getthe beds done in 12 hours

    ii. Example: If your farm plan says that you are going to use your tractor in February, you

    need to make sure that you have time to buy the tractor in January or before. If youplan to start selling at the farmers market in April, you have to get your booth and

    supplies together in March, as well as tending to your farming demands.

    b. A time needs and availability analysis for the first two years of operations is necessary,because the workload on a farm is not spread out evenly

    c. The time analysis must match the cash flow worksheet and the farm plan

    d. Develop a visual planner/calendar Get a big calendar and list the major tasks in theweeks that need to be accomplished, with an estimate of how long they should take

    i. Schedule time for administration and marketing in every week

    ii. Schedule driving to deliver orders and purchase supplies

    iii. Schedule time to accomplish cultivation, harvest and packing tasks

    iv. Do not schedule consecutive 105 hour work weekssuch a schedule is notsustainable

    e) Since you cant borrow time, you will need to define how you will you manage a time deficit

    D. Critical Elements of a Business Plan for the Development Phase

    1. Complete in the start-up phase if possible, but realistically they will happen organically, out

    of need as the business matures

    2. Should stay on your mid-term list of things to do

    3. Risk analysis a. Identify risks (financial, production, marketing, legal and regulatory, family and personal)

    b. Identify strategies to avoid or mitigate such risks

    c. Plan on some setbacks occurring. If you are serious about staying in business you will

    have some strategy for mitigating setbacks when things go wrong.

    4. Plan for developing infrastructure

    a. Infrastructure development plan As your business grows it becomes more important

    to have efficient systems for recordkeeping, internal communication, managing humanresources, etc. Usually these systems are developed in the first few years and then

    improved as needs dictate.

    b. Recordkeeping systems Any system you develop to get you through the first few yearswill need to be reviewed for efficiency and accuracy and updated and expanded as the

    business grows c. Internal communication and decision-making processes As more people are added

    this need will make itself known

    d. Recruiting, training, and retaining assistance When employees become a valuableresource, it makes sense to invest in them through salary increases, benefits, housing, andsupplemental training

    Lecture 1 Outline

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    Lecture 2 Outline

    Lecture 2 Outline: Review of a Sample BusinessPlan Note: The following lecture notes are to be used in association with Appendix 2: Sample

    Business Plan. Following an overview of the sample business plan students may begiven Appendix 3: Business Plan Template for use in developing a simple business planindependently or in small groups.

    PART 1: BUSINESS VISION, GOAL, PRELIMINARY RESOURCES, AND MARKET ANALYSIS

    A. Business Vision

    B. Business Goal

    Note to Instructor: The hours budgeted for marketing here are probably unrealistically low.

    Question the students if they think that this is sufficient time to spend marketing. You canreturn to this question after doing the marketing exercises.

    C. Resources

    1. Skills and Experience:

    2. Personal Reputation:

    Note to Instructor: Discuss the importance of volunteer work in developing a network.

    Encourage students to count their volunteer work as part of their marketing budget fortime. Discuss how a personal network can help to advance a business.

    D. Potential Market

    1. Segments

    2. Regions

    Note to Instructor: Ask the group to come up with their own market segments and regions to explore.

    E. Constraints

    Note to Instructor: Discuss the significant constraint affecting start-up farms and why theyneed to be kept in mind in assessing business alternatives.

    F. Strategies for Meeting Goals

    1. Market Analysis/ Marketing Plan

    Note to Instructor: The Market Analysis/Marketing Plan strategies (af ) outlined in Appendix2: Sample Business Plan are an example of how one person might express their strategies

    based on their values and business goals. Discuss these strategies as possibilities andencourage students to propose their own strategies.

    2. Time Management

    3. Financial Management

    4. Farm Management Note to Instructor: This pointthat the crop plan should serve the marketing plan and

    be constrained by the financial planshould be emphasized. Holistic business planningrequires that all of the aspects of the business work together.

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    PART 2: MARKET ANALYSIS/ MARKETING PLAN

    A. Research and define each segment and region and rank according to priority

    Note to Instructor: Step the students through the Market Analysis Matrix in Appendix 2:Sample Business Plan. Change the left hand Segment column to match the students

    choices and have an interactive class discussion to fill in the two grids and rank the

    segments and regions in order of potential importance. The point of the exercise is 1)to show that you dont have to be an expert to do market analysis; 2) to identify areason which students may need to do subsequent research (e.g., the ease of entry into a

    particular farmers market that has received a high ranking through this market analysisprocess).

    B. Analyze skill set, products, resources, constraints and goals; match to market segment/region

    Note to Instructor: Develop additional sample segments, message, and product mix with theclasss own ideas.

    C. Develop plan for market segments

    1. Develop a plan for the top two or three segments and regions. Tailor your message and

    offerings to that segment/region.

    Note to Instructor: Fill in the Example Segment #2 with the suggestions/ideas from the class. 2. Develop a plan for each segment and region specifying attainable market goals for the

    segment/region.

    Note to Instructor: Have the class come up with some good questions to ask, and maybesome good local resources to call.

    3. Develop a plan for each segment and region detailing communication and product mix and pricingstrategies (message, event participation, materials) tailored to that segment / region

    4. Develop a plan for each segment and region with a timeline by month and year foraccomplishing marketing goals in the region/segment

    D. Pricing Strategies

    Note to Instructor: The examples below are based on the values and goals expressed earlier in this

    sample business plan. Different pricing strategies would support different goals and values.

    1. Establish strategic pricing strategies to maximize short- and long-term revenues, smooth

    cash flow, and create a good long-term relationships with clients

    2. To do: Develop sample price sheets to support cash flow revenue projections. Develop

    different scenarios for price and product mix.

    PART 3: TIME MANAGEMENT

    A. Establish time management / project management procedures

    1. Objectives of time management

    2. Time management tools and techniques: Need to consider software, palm pilot, calendars,

    etc. Define what will work for you, the business.

    3. Time management to dos A time needs and availability analysis for the first two years of operations. Make sure that

    all of your assumptions match the cash flow worksheet and the farm plan.

    Discuss assumptions and options by___________ (date)

    Begin following the plan by _____________(date)

    4. Time management considerations

    Note to Instructor: Since you cant borrow time, how will you manage a time deficit?

    Discuss the relationship between time and values, i.e., if you value health but do not allowtime to sleep or exercise, you do not have a holistic (or realistic) business plan

    Lecture 2 Outline

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    PART 4: FARM/CROP PLAN

    Note to Instructor: Remind students that the Farm/Cropping Plan is based on a well-definedMarketing Plan, which is in turn based on a Market Analysis and constrained by a FinancialPlan. The Crop Plan would be included here in the business plan.

    PART 5: FINANCIAL MANAGEMENT

    A. Financial Management Essentials

    1. Define budgeting procedures

    2. Define cash flow management procedures

    3. Define bookkeeping procedures

    4. Include the following

    a. Marketing plan: short-term, mid-term, and long-term needs (target months to complete

    each stage)

    b. Budget for necessary technology and training (target month to have budget and beginusing new system)

    5. Update business plan, budgets, and cash flow projections often (target month to do first update)

    Note to Instructor: Most of the discussion surrounding this part of the business plan is best had whiledemonstrating the cash flow spreadsheet (see Appendix 4: Sample Cash Flow Spreadsheets)

    Lecture 2 Outline

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    Lecture 3 Outline

    Lecture Outline 3: Cash Flow Spreadsheets,Cash Flow Planning, and Proper Categories forSources and Uses of Cash Note to instructor: This section is designed to be presented using a PowerPoint projector

    to show the students the design and organization of a cash flow spreadsheet line by line

    (see Appendix 4: Sample Cash Flow Spreadsheets (Excel file) for a sample small farm cashflow plan). Students may use Appendix 5: Cash Flow Template (Excel file) and Appendix6: Second Year Cash Flow Projections (Excel file) as a template to develop individual cash

    flow projections for actual or hypothetical farming operations. These Excel files can bedownloaded free from www.ucsc.edu/casfs (go to the link for Teaching Direct Marketing

    and Small Farm Viability: Resources for Instructors).

    A. Introductory Statements

    1. Assumed business ownership structure for sample cash flow: Sole Proprietorship

    2. There are many other types of legal entities to consider for operating a business. Each hasadvantages and disadvantages (not addressed in this lecture). Examples of other businessownership structures include

    a. Corporation (also called a C-corporation and an S-corporation for the different sections

    of the tax code)

    b. Partnership

    c. Limited Liability Company (LLC)

    d. Not for Profit Corporation (501(c)3)

    3. Terminology: Some of the terms used in this cash flow exercise would be different if onewere to organize a business under a different business ownership structure (e.g., legal

    corporation or legal partnership). Different terms would be used to show how investorswould contribute and draw money to or from the business.

    B. Introduction to the Small Farm Cash Flow Spreadsheet (Appendix 4)

    1. The cash flow spreadsheet allows you to enter your beginning cash investment and yourassumptions about monthly inflows and outflows of cash. The spreadsheet automatically

    calculates the summarized activity every month, and you can see, based on the negative orpositive balance projected for your checking account at the end of the month, if you need

    to change your assumptions.

    2. The Small Farm Cash Flow Spreadsheet (Appendix 4 and on web) is easy to use

    a. Entries are made in the yellow and tan cells (purple cells in online template)

    b. The green cells have imbedded formulas

    c. The white cells identify what information goes in the row or the column

    d. Column C is for January. There is a column for each month of the year.

    e. Sheet 2 is for your second year projections

    3. How the Small Farm Cash Flow Spreadsheet is organized

    a. Monthly organization because this is the frequency of significant cash flowfluctuations

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    Lecture 3 Outline

    4. Components of Small Farm Cash Flow Spreadsheet and how to use them

    a. Personal Savings Personal savings figures are included to encourage good saving

    habits. (You could have a section here instead showing your personal checking account.)

    b. Business Checking All business transactions should go through the business checking account

    i. To do: Open a new checking account to be used exclusively for business transactions

    ii. The beginning balance in this example is zero (see: Checking/ Beginning Cash

    in Ckg/ Jan.). The cash ($12,000) is transferred in from the savings account (see:Business Checking/ Contribution to (From) Savings/ Jan.)

    iii. The section under the Business Checking account (Ending Balance) summarizes

    the cash flow activity of each month. Note: You will not enter any figures here. Allof the cells in this section contain formulas that automatically calculate totals from

    the figures entered in the worksheet sections described in detail below (e.g., Non-Operational Sources of Cash [Borrowing]; Non-Operational Uses of Cash; OperatingIncome; Operating Expenditures; Capital Expenditures; etc).

    iv. Actual hard currency cash income should be deposited in and withdrawn from thebusiness checking account

    v. Petty cash (cash you keep on hand) should not be substantial enough to change

    basic cash flow planning

    vi. There is no benefit to hiding cash under the table in your start-up years as you willwant to show a taxable profit so that you will have the option of applying for credit to

    help finance the development of your operation

    vii. Operating Income All income generated from the sale of produce.

    viii. Operating Expenditures All of the direct expenses associated with the growing ofcrops for eventual sale. Operating expenditures are termed period expenses (i.e., are

    used up once the crop is harvested). This is unlike the expenses of buying a piece ofequipment that will last many years, which would be listed under Capital Expenses (see

    below). Individual Operating Expenses are entered under the Operating Expenditures.

    ix. Net Cash Flow from Operations This is the critical line. Can you get to a positivecash flow from operations or do you have to borrow to fund operations as well as

    capital acquisitions?

    x. Cash From Borrowing If you are negative after operations, you will need to borrowor fund your business from personal monies. Allowing your checking account to run

    negative is not an option. Note: In any month when you see an automatic calculation ofa negative amount in your checking account, you need to manually put in the amount

    of cash you need to borrow to keep your checking account balance above zero.

    xi. Capital Expenditures Equipment is considered to be capital like cash. The purchaseof equipment is considered a capital expenditure as it benefits the business over

    many years. Unlike inputs such as soil amendments, it does not get used up withinthe crop year.

    xii. Be careful not to skew your cash flow from operations by putting equipment

    purchases in with operating expenses

    xiii. Debt Reduction This is also in a category by itself, since it is neither operational nor

    capital. You will need to make payments on your debts according to the terms of theloan (e.g., an equipment loan may require monthly payments, whereas your familymay let you pay nothing for the first six months, and then make monthly payments

    thereafter). Paying debt is critical so that you do not ruin your credit. Enter theamount of debt you need to pay each month according to the terms of the loan.

    xiv. Again, be careful not to skew your cash flow from operations by putting debt service

    in with operating expenses

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    Lecture 3 Outline

    xv. Draws This is a cash flow projection for a specific business enterpriseyour farm.

    Your personal budgeting needs to be done separately in order to determine howmuch cash you need to take out of the business. When you take cash out of thebusiness, it is called a draw. At the end of the year, all the cash you took out of the

    business is called your draws.

    c. Non-Operational Sources of Cash (Borrowing) This section is to show the detail of

    sources of financing. If you need to borrow cash in order to keep a positive balance inyour checking account, enter the amount of cash to be borrowed here.

    d. Non-Operational Uses of Cash (Draws and Debt Repayment) This section is to show

    the detail of draws and debt service. Contributions to Savings are a kind of Draw. Youcan adjust your monthly draws and debt payments in this section based on Net CashFlow From Operations. Enter the amount you expect to take home and the amount you

    need to pay business debts in this section.

    e. Operating Income This section is to show the detail of sources of income. Enter eachmajor market or each major crop on a row and put your monthly sales projections in

    each column. You can use a separate worksheet to do detailed calculations based oncrop mix, price, and volume to support your entries in this section.

    f. Operating Expenditures This section is to show the details of your cultivation costs.

    Enter all expenses associated with cultivation here. Your overall farm plan shouldprovide information to help you determine when your expenses will fall/decline. Shop

    around and make sure you are using good pricing assumptions.

    g. Capital Expenditures This section is to show the detail of your equipment needs. Yourfarm plan should provide information to help you determine when your expenses will

    fall. Shop around and make sure you are using good pricing assumptions. Use a newrow for each piece of equipment, and enter the expected purchase price in the column

    corresponding to the month you expect to purchase the equipment.

    C. The Use of Business Terms and a Cash Flow Spreadsheet in Approaching Lenders

    1. A lender will want figures presented in this way and will use the terms presented in thisunit. One should be conversant with these terms when approaching any lending agency.

    2. If you bring in a cash flow projection that demonstrates that you do not understand the

    difference between operations and debt, you are unlikely to get a loan

    3. A lender wants to see that income from operations will cover your basic living expensesand your monthly debt service

    4. If you cannot demonstrate this, you will need to demonstrate how you will self-finance the operation(i.e., show that you have income from an outside job that you will contribute to the business)

    D. Cash Flow Projection Year Two: Summary

    1. Started with more cash but still needed credit. Compare cell C8 (Beginning Cash inChecking) with row 12 (Cash from Borrowing).

    2. Still have not recovered initial investment (look at cells N5 and N 17 and compare to theinitial $12,000 investment)

    E. Assessing Economic Viability: Can This Farm Succeed? 1. The farm must show positive cash flow from operations, sufficient to cover draws and debt

    service, in order to be financially viable. If you must use outside earnings or credit to fundoperations your farm does not have even minimal viability. If outside earnings must fundpersonal living expenses and debt service for the farm, you have a chance. If you need

    credit but you cannot obtain it, you do not have a viable farm plan.

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    Step-by-Step Exercise: Entering Your FinancialInformation into the Small Farm Cash FlowSpreadsheet

    Note: This step-by-step exercise should be used with Appendix 5: Cash Flow Template,and Appendix 6: Second Year Cash Flow Projections, in developing a cash flow projectionand assessing the economic viability of an actual or hypothetical farming operation.

    Appendices 5 and 6 are available as Excel files that can be downloaded from the Center forAgroecology & Sustainable Food Systems web site, www.ucsc.edu/casfs; go to the Teaching

    Direct Marketing and Small Farm Viability: Resources for Instructorslink. The following isdesigned to be used by the students on their own computers; you can walk them through

    the process by projecting the Excel files with a PowerPoint projector.

    1. Only make entries in yellow cells. DO NOT MAKE ANY ENTRIES IN THE GREEN CELLS. The

    green cells have imbedded formulas. White cells identify what information is in the rowor the column. Column C is for January. There is a column for each month of the year.Appendix 6 is for your second year projections.

    2. Initial Investment

    Start with an entry in cell C3 to show how much cash you have saved up to start the

    business

    3. Start Up Loans, Equipment Loans

    Make entries in C 21 and 22 if you expect to receive loans to start your business. Identifythe loans in cells B 21 and B22. Enter the money you plan to take out of the business in C 26

    and 27. Identify loan payments in cells B 30 and B31. Enter your loan payments in C 30 and31you usually will not have a loan payment due your first month of operations.

    4. Operating Income

    Identify major sources of income (such as markets or crops) at B 35B38. Cells C35C38

    are for your projected income from your first month of operations for each market or crop.

    These cells should be empty because you wont have any income until you have somethingto sell.

    5. Operating Expense

    Detail your operating expenses in cells B42B73. Cells C42C73 are for your projectedoperating expenses for your first month in business.

    6. Equipment Purchases (Capital Expenditures)

    Identify the specific equipment you need to buy in cells B78B162. Cells C78C162 are for

    the equipment you plan to purchase in your first month in business.

    7. Summary of Activity

    When you have entered all of your information for January in rows 21 through 162, go backto the top of the worksheet to look at the summary for the month of January

    a. Cash Flow from Operations (Sales less Expenses) Row 11 shows negative cash from operations because you worked but had no sales

    b. Cash from Borrowing

    Row 12 shows the cash infused into the business from borrowing. Row 13 shows thetotal cash you had available after operations and borrowing.

    c. Capital Expenditures

    Step-by-Step Exercise

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    Row 14 shows your capital expenditures

    d. Debt Payment

    Row 15 shows your debt payment for the month (zero in your first month of operationssince you just took out the loan)

    e. Draws, and Contributions to or from Savings

    Row 16 shows your personal draws. Row 17 shows a NEGATIVE drawin this case your

    contribution of cash from your savings account.

    In future months row 17 will show the amount of money you take out of the business toput back into savings

    f. Question: How long will it take you to restore your initial savings account balance?

    8. Now you can continue entering information for each successive month. You can entermonth by month (column by column) or category by category (row by row).

    9. The most important part of the process is to return to the summary and study row 18Ending Balance (of your checking account.). You cannot leave a negative balance in row 18.

    10. Borrowing to cover a deficit If you are confident of your operational income and expensenumbers, and you are planning to borrow each month to fund a deficit, study rows 21 and 22

    and enter there the amount you need to borrowmonth by monthto keep row 18 positive.

    Remember to schedule the REPAYMENT in future months, as per the terms of the loan. 11. Changing assumptions about operating income and expense so that you will show

    positive cash flow You should start with your best and most realistic estimates of

    operating income and expense based on your farming and marketing plan. You may needto change your farming and marketing plans based on your initial cash flow projections.

    If you do this, then you can change the amounts you enter on your cash flow projections.Just changing the numbers so that you will come out positive defeats the whole purposeof business planning.

    12. About draws You can show zero draws, or very small draws, to make your cash flowprojections look better to youbut a lender will not believe that you can live on a hundred

    dollars a month. Be prepared to demonstrate to a lender that you have outside income (orthe equivalent, say you have free rent because you take care of your granddad) and that

    you are capable of covering your basic living expenses. You may need to show a lender abasic personal budget to convince them that you are being realistic.

    Step-by-Step Exercise

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    Resources

    Resources

    SUGGESTED READINGS (SEE ANNOTATIONS BELOW)

    The Accounting Game: Basic Accounting Fresh from

    the Lemonade Stand, by Darrell Mullis andJudith Handler Orloff. Educational Discoveries.Sourcebooks, 1998.

    Building a Sustainable Business: A Guide to Developinga Business Plan for Farms and Rural Businesses.

    USDA SARE and the Sustainable AgricultureNetwork, 2003.

    Sustainable Vegetable Production from Start-up toMarket, by Vern Grubingers. Natural ResourcesAgriculture and Engineering Services (NRAES), 1999.

    PRINT RESOURCES

    The Accounting Game: Basic Accounting Freshfrom the Lemonade Stand, by Darrell Mullis and

    Judith Handler Orloff. Educational Discoveries.Sourcebooks, 1998.

    This book uses a lemonade stand to teach the basics

    of financial language and record keeping. Coversall the basics of accounting in a very accessible and

    entertaining way. Covers the basic language ofbusiness concepts such as cost of goods sold, expenses,

    bad debts, accrual vs. cash methods of accounting,capitalizing vs. expensing, depreciation, and thedifference between cash and profit.

    Backyard Market Gardening, The Entrepreneurs GuideTo Selling What You Sow, by Andy Lee and Jim

    Hightower. Good Earth Publications, 1993 (5thprinting).

    A complete why-to and how-to of small-scale market

    farming. Email [email protected].

    Bookkeeping the Easy Way, by Wallace W. Kravitz.Barrons Educational Series, Inc., 1993.

    A simple guide to setting up an easy-to-usebookkeeping system and understanding accountingfundamentals.

    Building a Sustainable Business: A Guide to Developinga Business Plan for Farms and Rural Businesses.

    USDA SARE and the Sustainable AgricultureNetwork, 2003.

    A thorough introduction to business planning for

    sustainable agriculture entrepreneurs. Providessample worksheets for setting goals, researching

    processing alternatives, determining potentialmarkets, and evaluated financing options. Blank

    worksheets help the reader develop a detailed,lender-ready business plan or map out strategies totake advantage of new opportunities. Includes many

    examples of actual business plans. A very user-friendlyand value-based approach to business planning. See:

    www.sare.org; www.misa.umn.edu/publications/

    bizplan.html for description, ordering information,and pdf version of the document.

    Community Supported AgricultureMaking theConnection: A 1995 Handbook for Producers, by

    Bill Kaye-Blake. UC Cooperative Extension, PlacerCounty, 1995.

    Pulls together the experience of many innovative

    projects. While describing the diversity of CSAs, thishandbook for producers also addresses common

    questions and concerns. Available from UCCE Placer,Attn: CSA Handbook, 11477 E Ave., Auburn, CA 95603.$25 plus $5.00 s/h, check payable to UC Regents.

    Dynamic Farmers Marketing: A Guide to SuccessfullySelling Your Farmers Market Products, by Jeff Ishee.

    Bittersweet Farmstead, 1997.

    An informal book dedicated to the sole topic of sellingat farmers markets. Save two years of trial and error

    just by studying and implementing the tips found inthis book.

    Farm Business Management: The Decision-Making

    Process, by Emery N. Castle, Manning H. Becker, andA. Gene Nelson. Macmillan Publishing Co., 1987.

    A comprehensive academic textbook on farm

    management for the undergraduate-level student.

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    Risk Management Training for Diversified

    Family Farmers. USDA Risk Management Agency,Farm Services Agency and Farm and AgricultureCollaborative Training Systems.

    Based on a series of workshops, the 7-workbookseries is designed to assist diversified family farmers

    manage risk proactively through addressing manyelements that contribute to creating a financiallyhealthy farming operation. Covers the following

    topics: Introduction to Risk Management; ManagingFamily and Personal Risk; Managing Financial Risk;

    Managing Production Risk; Managing Marketing Risk;Managing Legal and Regulatory Risk. An extensive

    resources listing is also included. Available onlinethrough CAFF (see below) at www.caff.org/programs/rma/rma.shtml.

    Small Operators Handbook: How to Start Your OwnBusiness, Keep Your Books, Pay Your Taxes, and Stay

    Out of Trouble, by Bernard Kamoroff, 2000. 27thedition.

    Contains general information about starting and

    running a small business, including worksheets andresources. Available from www.starvingmind.net.

    Successful Small-Scale Farming, An Organic Approach,

    by Karl Schwenke. Storey Publishing, 1991.

    Goes beyond growing crops to show everything youneed to knowincluding which direction to begin

    plowing your fields, machinery you might not need,how to pull up old fence posts, and other information

    you missed from your farming grandparents!

    Sustainable Vegetable Production from Start-up toMarket, by Vern Grubingers. Natural Resources

    Agriculture and Engineering Services (NRAES), 1999.

    Covers equipment thoroughly, as well as farmplanning and business management. Contains a

    section on grower profiles for 18 crops, includingtheir enterprise budgets. A great overview for farmers

    starting out or those looking for different angles.Available from www.nraes.org.

    Western Profiles of Innovative Agricultural Marketing:

    Examples from Direct Farm Marketing and Agri-Tourism Enterprises. Western Extension Marketing

    Committee, Cooperative Extension of the Universityof Arizona, Publication AZ1325, 2003.

    Provides 16 case studies of successful, innovative direct

    farm marketing enterprises.

    Resources

    PERIODICALS

    Growing for Market

    A very useful national monthly newsletter for direct

    market farmers. Covers production and marketingof vegetables and flowers. P.O. Box 3747, Lawrence,

    Kansas 66046. Phone 785.748-0605, Fax 785.748-0609,

    email [email protected]. See also www.growingformarket.com.

    Marketing Your Produce

    A compilation of the best marketing articles thatappeared in Growing For Market, 19921995. Chapters

    include information on specialty produce, selling torestaurants and/or supermarkets, farmers markets,

    CSA projects, and expanding your market. Ends witha list of recommended books. See above for ordering

    information.

    Small Farm News

    Small Farm News is a quarterly publication of the UCSmall Farm Center. The newsletter features farmer and

    farm advisor profiles, research articles, farm-relatedprint and web resources, news items, and a calendar of

    state, national, and international events. See www.sfc.ucdavis.edu for the online editions.

    Small Farmers Journal

    Provides information on farming with horses, andgreat general information and tales about farming.Available from Small Farmers Journal, Inc. , PO Box

    1627 Sisters, OR 97759. Published quarterly.

    WEB RESOURCES

    California Department of Food and AgricultureRegulations:

    www.cdfa.ca.gov/cdfa/pendingregs

    California Department of Food and Agriculture

    Regulations (CDFAR) is a California state agriculturalagency with divisions of Animal Health and FoodSafety Services; Fairs and Expositions; Inspection

    Services; Marketing Services; Measurement Standards;and Plant Health and Pest Prevention Services. The

    web site contains links to the services and programsof the above agencies as well as links to county

    agricultural commissioners and official statements

    and policies of the USDA, FDA, and CDFAR on currentevents in agriculture.

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    California Federation of Certified Farmers Markets:

    www.cafarmersmarket.com

    An information clearing house on certified farmersmarkets in California. Provides comprehensive

    information on certified farmers markets; links tolocate farmers markets in a given area; product

    specific listings of associations and organizations;links to information on agriculture and tradepolicy, and much more. The California Federation of

    Certified Farmers Markets is a statewide non-profitmembership organization of California Certified

    Farmers Markets.

    Community Alliance with Family Farmers (CAFF):www.caff.org

    A nonprofit family farming advocacy organizationencouraging economic and environmentalsustainability through farmer oriented land use and

    crop production workshops, publications, policy

    initiatives, and economic development programsencouraging regional food systems and publiceducation programs.

    Growing New Farmers:

    www.growingnewfarmers.org

    Growing New Farmers is a community of new farmersand service providers organized through the New

    England Small Farm Institute. This web site willassist the spectrum of beginning farmers, from those

    assessing whether they want to get started to thosefinalizing business plans. Though created for farmers

    in the Northeast it has a wealth of information forCalifornia farmers, including worksheets, articles, anda user-friendly question and answer section.

    Nolo Press:www.nolo.com

    Dedicated to helping people handle their own

    everyday legal matters or make more informedlegal decisions, Nolo Press publishes reliable, plain-

    English books, software, forms, and up-to-date legalinformation covering almost any legal topic. Includes

    an extensive list of publications and online articleson the types of legal ownership structures that areavailable and do-it-yourself manuals on forming sole

    proprietorships; partnerships; limited partnerships;

    limited liability companies (LLC); nonprofitcorporations; and nonprofit cooperatives. Includeslinks to other helpful web sites.

    Organic Agriculture Products: Marketing and Trade

    Resources:www.nal.usda.gov/afsic/AFSIC_pubs/OAP/srb0301.htm

    A comprehensive listing of electronic resourcesaddressing the following subject areas: Regulation,

    Laws, and Legislation governing organic productionand trade; How-to Guides on Marketing, BusinessPlanning, and Sample Enterprise Budgets; Guides

    to Data, Suppliers, Outlets, and Events; Industry andData Sources; Market and Consumer Studies; Support

    Organizations. Compiled by Mary V. Gold of theNational Agricultural Library in association with the

    Agricultural Research Service of the U.S. Departmentof Agriculture.

    Resources for Economic Viability in Sustainable

    Agriculture:www.mvls.info/revsa/

    Annotated resource listings compiled by the MohawkValley Library System containing business planningresources for small-scale farmers (see Generalized

    Tools for Small Businesses).

    UC Small Farm Center:www.sfc.ucdavis.edu

    The Small Farm Center was established to enhance

    the viability of small- and moderate-scale agriculturalproducers by stimulating research and extension

    education in production systems, marketing, and farmmanagement. Contains a fully searchable library and

    database for many topics on small-scale agriculture inCalifornia.

    POWER POINT RESOURCES

    Reap New Profits: Marketing Strategies for Farmers and

    Ranchers: A PowerPoint presentation for Educatorson CD-ROM

    This PowerPoint presentation developed by the

    Sustainable Agriculture Network depicts some basicalternative marketing strategies and will help answer

    common questions from producers seeking to increaseprofits. The presentation describe how you might helpfarmers explore new ways to market and add value to

    their products through such tried-and-true techniquesas: farmers markets, farm stands, agritourism,

    community supported agriculture, creating value-added farm products, working in a successful

    cooperative, selling directly to restaurants, mailorder and Internet sales. Available from Sustainable

    Agriculture Research and Education (SARE), 301.504-5326, or email [email protected]. Order online atwww.sare.org/publications/marketingCD.htm.

    Resources

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    Glossary

    Glossary

    Capital Expenditures

    Expenditures for long-term assets that willbenefit the business over many years.

    Draws

    Cash removed from the business for personal useincluding personal savings.

    Net Cash Flow From Operations

    Operating Income less Operating Expenditures demonstrates the profitability of the operationbefore considering debt service, equipment

    purchases or any personal financial needs of theowner.

    Non-Operational Sources of Cash

    Cash contributed to the business other thanfrom sales of farm products. Cash contributedfrom personal savings, from borrowing, or fromselling farm assets like equipment.

    Non-Operational Uses of Cash

    Draws, debt service, capital expenditures.

    Operating Income

    Sales, the income associated with the regularbusiness of the farm. Not income from unusualactivities such as a one-time sale of an old pieceof equipment.

    Operating ExpendituresThe direct expenses associated with growingcrops for sale. They are period expenses, i.e.they are all used up when the crop is harvested

    unlike the expenses of buying a piece ofequipment that will last many years.

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    Appendix 1: Characteristics of U.S. Small Farms(sales less than $250,000) Differ Markedly fromLarge Farms LESS THAN $50,000- ALL FARMS WITH ALL FARMS $50,000 $249,999 SMALL FARMS SALES OF

    $250,000OR MORE

    Number of farms 1,531,760 413,431 1,945,190 122,810 2,068,000

    Share of all farms 74.1% 20.0% 94.1% 5.9% 100%

    Value of Production 9.5% 31.3% 40.8% 59.2% 100%

    Average gross cashfarm income $12,482 $117,320 $34,764 $686,606 $73,474

    Livestock sales $4,671 $45,910 $13,436 $272,625 $28,828

    Crop sales $3,662 $52,117 $13,960 $331,236 $32,802

    Government payments $1,067 $5,343 $1,976 $14,427 $2,715

    Other farm income $3,082 $13,948 $5,392 $68,318 $9,129

    Average net cashfarm income $-1,702 $23,159 $3,582 $152,724 $12,439

    Average asset value $264,784 $569,295 $329,505 $1,618,751 $406,068

    Commodity Specialty

    Cash grain 12.6% 38.4% 18.1% 30.4% 18.8%

    Other field crops 19.3% 7.7% 16.8% 10.7% 16.4%

    High-value crops 6.0% 8.7% 6.6% 13.4% 7.0%

    Beef 40.4% 14.0% 34.0% 11.1% 33.4%

    Hogs 3.7% 4.2% 3.8% 6.5% 4.0%

    Dairy 1.1% 17.5% 4.6% 14.6% 5.2%

    Other livestock 16.8% 9.6% 15.3% 13.3% 15.2%

    Farms able to generate 7.6% 38.8% 14.2% 70.5% 17.6%

    returns equivalent toaverage U.S. householdincome

    Source: 1995 Agricultural Resources Management Survey. Economic Research Service, USDA.

    Appendix 1

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    Appendix 2: Sample Business Plan

    PART 1: BUSINESS VISION, GOAL, PRELIMINARY RESOURCE AND MARKET ANALYSIS

    A. Business Vision:

    To produce high quality organic products in an environment conducive to my own health, as well as thehealth of the environment, others who work or play on the farm, and those who consume farm products.

    B. Business Goal:

    Within 7 years, to net an average of $50,000/year from a total of 1,470 hours in the field, 490 hoursmarketing, 245 hours spent in research and education, and 245 hours spent administering the business,

    leaving three weeks for vacation and illness. This schedule is comparable to other successful small businessowners, and assumes 49 50-hour work weeks per year.

    C. Resources:

    1. Skills and Experience:

    a. Worked in produce purchasing

    b. Degree in soil science

    c. Equipment/labor utilization process (learned during internship)

    d. Field work and classes in bio-controls

    2. Personal Reputation:

    a. Local recognition

    b. Good relationship with local market and local restaurants

    c. Used to be on the board of local organization(s)

    d. Invited to talk to kids at local school

    3. Circle of Advisors:

    To Do ASAP: Draw up a short list of advisors, have them over for dinner, show them first draft of the businessplan, and ask them to be advisors. (Also, get a gift for each.)

    D. Potential Market(s):

    1. Segments: Examples

    a. Farmers Markets

    b. Community Supported Agriculture

    c. Direct to restaurants

    d. Specialty caterers weddings, flowers, special jams for wedding favors

    e. Value-added (e.g. , personal label jams, edible flower bouquets, and winter gift gourds)

    2. Regions: Examples

    a. Santa Cruz

    b. Half Moon Bay

    c. Monterey Peninsula

    d. San Francisco

    E. Constraints:

    1. Capital

    2. Time (and distance)

    3. Competition from other small farms

    Appendix 2

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    4. Downward pressure on all agricultural producers

    5. Matching height of production to market demand

    F. Strategies for Meeting Goals:

    1. Market Analysis/ Marketing Plan: Summarizing the strategic value/key components ofMarket Analysis and a Marketing Plan

    a. Develop marketing plans by segment and region and implement strategically over time.Motto: Find a market niche and diversify.

    b. Pursue highest dollar value per effort opportunities firstthis means considering wherethe highest price can be charged (and/or most product sold) and where it is most costly to

    do business, and weighing the costs and benefits of pursuing new opportunities

    c. Evaluate skills and focus on offering products and services in a way that will maximizerevenue in the short run and build the business and secure revenues in the long run

    d. Establish strategic pricing strategies to maximize short- and long-term revenues,

    smooth cash flow, and create long-term relationships

    e. Establish a feedback loop to evaluate how goods and services are received (solicit

    comments on quality and diversity and service)

    f. Never stop evaluating and adapting

    2. Time Management: Summarizing the strategic value/key components of a Time Management Plan

    a. Establish time management / project management procedures to

    i. Ensure professional and timely delivery of goods and services to clients

    ii. Maximize opportunities to build on good relationships with clients

    iii. Minimize errors and misunderstandings with employees and clients

    iv. Reduce the stress of a hectic work schedule

    3. Financial Management: Summarizing the strategic value/key components of a FinancialManagement Plan

    a. Establish budgeting, cash flow management, and bookkeeping procedures (and follow them!)

    b. Include short-term, mid-term, and long-term needs in marketing plan, and budget for

    necessary technology and training

    c. Update business plan, budgets, and cash flow projections often

    4. Farm/Crop Plan:

    a. Serves the marketing plan

    b. Follows the financial plan

    Appendix 2

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    PART 2: MARKET ANALYSIS/MARKETING PLAN: SAMPLE

    A. Research and define each segment and region and rank according to priority. (Assign task and set duedate for completion.)

    * Note: Future potential means Will this help me grow my business in the future? The best example of thiswould be going to a farmers market for a year in order to develop a client base to start a CSA in the future.

    EASE OF AVAILABLE COST OF *FUTURE SCORE RANK BYSEGMENT MARKETING $$$ DOING POTENTIAL HIGHEST

    HARD =1 LITTLE=1 BUSINESS NONE=1 SCOREEASY=10 LOTS=10 EXPENSIVE=1 LOTS=10

    CHEAP=10

    Farmers Markets

    CSA

    Restaurants

    Specialty caterers weddings

    Value-added

    EASE OF AVAILABLE COST OF *FUTURE SCORE RANK BYREGION MARKETING $$$ DOING POTENTIAL HIGHEST

    HARD =1 LITTLE=1 BUSINESS NONE=1 SCOREEASY=10 LOTS=10 EXPENSIVE=1 LOTS=10

    CHEAP=10

    Santa Cruz

    Half Moon Bay

    Monterey Peninsula

    San Francisco

    Appendix 2

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    B. Analyze skill set, products, resources, constraints, and goals; match to each market segment/region. (Dothis with advisors, assign task and set due date.)

    SKILL MARKETING ADVANTAGE MARKETING DISADVANTAGE

    Perform well at Farmers Markets I sell well But I have not been at that market long

    People see what they get Prices are low, lots of competition

    Easy for me to go there Never know what I am really going tosell

    KEY : Establish a presence, get loyal customers, find out what they like

    PRODUCT MARKETING ADVANTAGE MARKETING DISADVANTAGE

    Flowers Beautiful Unnecessary

    Brings em to my stand Labor intensive

    KEY : Get them to buy the food that goes with the flowers

    RESOURCE MARKETING ADVANTAGE MARKETING DISADVANTAGE

    Farm lease I can afford Long drive, hill, cannot have groups ofvisitors

    Nice barn

    KEY : Maintain relationship and keep an eye on alternatives

    CONSTRAINT MARKETING ADVANTAGE MARKETING DISADVANTAGE

    Lack of equipment NONE I spend too much time in the field andnot enough time selling

    KEY : Get financing and buy the equipment I need

    C. Develop plan for market segments:

    1. Develop a plan for the top two or three segments and regions. Tailor your message andofferings to that segment/region. (Assign task and set due date.)

    EXAMPLE SEGMENT #1 IN REGION:

    FarmersMarket in San Francisco

    Example Message:

    Everything you need for the week is available right here at the farmers market, and most of it at my booth. All weeklong you can remember this beautiful day, and the story I am going to tell you about how hot it was when we picked

    these melons, and how we went swimming in the creek after and that you got invited to come up and visit sometime.

    Sample product mix:

    1. Summer fruit (e.g.,melons, tomatoes)

    2. Flowers

    3. Hard Squash

    EXAMPLE SEGMENT #2 IN REGION:

    Message:

    Appendix 2

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    Product mix:

    1.

    2.

    3.

    2. Develop a plan for each segment and region specifying attainable market goals for thesegment/region. (Assign task and set due date.)

    Call 5 people a week in each segment/region. Ask five good questions:

    a. Would you advise me to sell in this region or market?

    b. What do you think the critical elements for success will be?

    c. What do you think will sell best there?

    d. Do you have any specific advice for me about breaking into this region or market, or

    about marketing my particular crop mix?

    e. Who else should I talk to?

    Get leads and take notes. At end of month evaluate marketing plan and determine next steps.

    CALL LIST WEEK OF ____/____/____ (DATE)

    SEGMENT #1 SEGMENT #2 REGION #1 REGION #2

    1.

    2.

    3.

    4.

    5.

    QUESTIONS:

    __________________________________________________________?

    __________________________________________________________?

    __________________________________________________________?

    Who else should I talk to?

    Besides word of mouth, what other avenues should I pursue in order to establish clients in this area?

    3. Develop a plan for each segment and region detailing communication and product mixand pricing strategies (message, event participation, materials) tailored to that segment /region (after first date)

    4. Develop a plan for each segment and region with a timeline by month and year for

    accomplishing marketing goals in the region/segment (after first date)

    Appendix 2

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    Appendix 3: Business Plan Template

    TABLE OF CONTENTS OF THE STARTUP PHASE BUSINESS PLAN:

    Part 1: Vision and Goals for the BusinessPersonal values and goals: Will be based on a self-evaluation and determination of personal valuesand goals, which is a separate exercise. Note: See Building a Sustainable Business: A Guide to Developing

    a Business Plan for Farms and Rural Businesses. Co-published by the Minnesota Institute for Sustainable

    Agriculture and the Sustainable Agriculture Network (see Resources section).

    Business visions and goals: Separate and specific values and goals for the business

    Resource Analysis

    Skills

    Personal reputation

    Advisors

    Time allocation

    Constraints

    Part 2: Market Analysis (Whats out there? Where should I focus first? Do I see a niche?)

    Region Segment

    Marketing Plan (How am I going to build my market(s) in my chosen region(s) and segment(s)?)

    Establishing a Niche

    Diversifying

    Part 3: Time Management Plan Strategies for tracking time and tasks

    Analysis of available time/time flow budget

    Part 4: Farming Plan Serves the marketing plan

    Is constrained by the financial plan

    Part 5: Financial Analysis

    Capital needs analysis Start-up Cash Flow Analysis

    Phase-one Cash Flow Analysis

    Template begins on next page

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    PART 1: VISION, GOAL, PRELIMINARY ANALYSIS

    A. Vision:

    To produce _________________ in an environment that is________________for the benefit of ____________

    B. Goal:

    Within____ years, to net an average of $___K/year from a total of ___hours in the field, ___hours marketing, ___hours spent in research and education, and ___hours spent administering the business, leaving _weeks for vacationand illness. This schedule is comparable to____________________, and assumes ___________workweeks per year.

    C. Resources:

    1. Skills and Experience:

    a.

    b.

    c.

    2. Personal Reputation:

    3. Circle of Advisors:

    a.

    b.

    c.

    D. Potential Market:

    1. Segment:

    a.

    b.

    c.

    2. Regions:

    a.

    b.

    c.

    E. Constraints:

    1.

    2.

    3.

    4.

    5.

    F. Strategies for Meeting Goals:

    1. Market Analysis/Marketing Plan

    a. Summarize the strategic value/key components of Market Analysis and a Marketing Plan

    2. Time Management Plan

    a. Summarize the strategic value/key components of a Time Management Plan

    3. Financial Management Plan (including Cash Flow)

    a. Summarize the strategic value/key components of a Financial Management Plan

    4. Farm/Crop Plan

    a. Summarize the strategic value/key components of Farm and Crop Plan based on knownmarkets and constraints of Financial Management Plan.

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    B. Analyze skill set, products, resources, constraints and goals; match to market segment/region. (Do thiswith advisors, assign task, and set due date.)

    SKILL MARKETING ADVANTAGE MARKETING DISADVANTAGE

    KEY :

    PRODUCT MARKETING ADVANTAGE MARKETING DISADVANTAGE

    KEY :

    RESOURCE MARKETING ADVANTAGE MARKETING DISADVANTAGE

    KEY :

    CONSTRAINT MARKETING ADVANTAGE MARKETING DISADVANTAGE

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    C. Develop plan for market segments:

    1. Develop a plan for the top two or three segments and regions. Tailor message andofferings to that segment/region. (Assign task and set due date.)

    SEGMENT #1 IN REGION:

    Message:

    Product mix:

    1.

    2.

    3.

    Farm Plan:

    1.

    2.

    3.

    SEGMENT #2 IN REGION:

    Message:

    Product mix:

    1.

    2.

    3.

    Farm Plan:

    1.

    2.

    3.

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    2. Develop a plan for each segment and region specifying attainable market goals for the

    segment/region. (Assign task and set due date.)

    Note: Call five people a week in each segment/region. Ask five good questions such

    as: Would you advise me to sell in this region or market? What do you think the criticalelements for success will be? What do you think will sell best there?

    Do you have any specific advice for me about breaking into this region or market or about

    marketing my particular crop mix? Who else should I talk to? Get leads, take notes. At endof month evaluate marketing plan and determine next steps.

    CALL LIST WEEK OF _____/_____/_____(DATE)

    SEGMENT #1 SEGMENT #2 REGION #1 REGION #2

    1.

    2.

    3.

    4.

    5.

    QUESTIONS:

    __________________________________________________________?

    __________________________________________________________?

    __________________________________________________________?

    3 Develop a plan for each segment and region detailing communication and product mixand pricing strategies (message, event participation, materials) tailored to that segment /

    region.

    4 Develop a plan for each segment and region with a timeline by month and year foraccomplishing marketing goals in the region/segment.

    D. Establish pricing strategies

    1. Establish strategic pricing strategies to maximize short and long-term revenues, smoothcash flow and create a good long-term relationships with clients.

    a. Short-term strategy base price on the prices set by your competition

    b. Long-term strategy determine the actual costs of production and price accordingly

    2. To do: Develop sample price sheets to support cash flow revenue projections. Developdifferent scenarios for price and product mix. (Set date for completion.)

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    PART 3: TIME MANAGEMENT

    A. Establish time management / project management procedures

    1. Objectives of time management

    Ensure professional and timely delivery of services

    Maximize opportunities to build on good relationship

    Minimize errors and misunderstandings

    Reduce the stress of a hectic work schedule

    2. Time management tools and techniques: Need to consider options: Software, palm pilot,calendars ,etc. Define what will work for you, the business?

    3. To do

    A time needs and availability analysis for the first two years of operations. Make sure that all

    of your assumptions match the cash flow worksheet and the farm plan.

    Discuss options by___________ (date)

    Begin implementing time management plan by _____________(date)

    4. Time management considerations

    52 weeks x 50 hours a week equals 2,600 hours 3 weeks of vacation and sick equals 150 hours

    There are 2,450 work hours in the year

    1 day week marketing equals 490 hours

    1/2 day a week administration equals 245 hours.

    1/2 day a week research/education equals 245 hours

    There are 1,470 farming hours left in a year

    The workload in agriculture is not spread out evenly throughout the year

    PART 4: FARM/CROP PLAN

    PART 5: FINANCIAL MANAGEMENT

    1. Define budgeting procedures. Discuss by ____/____/____(date)

    2. Define cash flow management procedures. Discuss by____/____/____(date)

    3. Define bookkeeping procedures. Discuss by ____/____/____ (date)

    4. Complete capital needs analysis by ____/____/____ (date). You may use Appendix 4:Sample Cash Flow Spreadsheet, Section VII, for a list of possible equipment needs. Referto both the equipment list in the spreadsheet and your specific farm plan for equipment

    needs.

    4. Complete cash flow budget by ____/____/____ (date)

    5. Include the following:

    a. Marketing plan: short-term, mid-term, and long-term needs

    b. Budget for necessary technology and training

    6. Update business plan, budgets, and cash flow projections often. (target month)

    Insert Cash Flow worksheets here

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    Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

    I. Personal Savings or checking Account

    Opening Balance 12,000 - 100 200 300 400 500 600 700 800 900 1,000

    Contribution (Draw) (12,000) 100 100 100 100 100 100 100 100 100 100 100Ending Balance - 100 200 300 400 500 600 700 800 900 1 ,000 1,100

    II. Business Checking Account Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

    Beginning Cash in Ckg 3,111 288 257 119 396 425 652 719 659 426 4,743

    Operating Income - - - 1,000 2,300 4,800 7,200 9,600 10,400 9,600 9,400 4,700 59,000

    Operating Expenditures (8,433) (2,023) (2,731) (3,793) (3,223) (4,471) (3,173) (4,733) (3,660) (3,033) (2,283) (2,645) (44,200)

    Net Cash Flow From Operations (8,433) (2,023) (2,731) (2,793) (923) 329 4,027 4,867 6,740 6,567 7,117 2,055 14,800

    Cash From Borrowing 41,000 1,000 4,500 6,000 3,000 1,500 - - - - - - 57,000

    Subtotal - Available 32,568 2,088 2,057 3,464 2,196 2,225 4,452 5,519 7,459 7,226 7,543 6,798 71,800

    Capital Expenditures (40,257) - - (1,545) - - - - - - - - (41,802)

    Debt Reduction - (500) (500) (500) (500) (500) (2,500) (3,500) (5,500) (5,500) (1,500) (500) (21,500)

    Draws (1,200) (1,200) (1,200) (1,200) (1,200) (1,200) (1,200) (1,200) (1,200) (1,200) (1,200) (1,200) (14,400)

    Contribution To (From) Savings 12,000 (100) (100) (100) (100) (100) (100) (100) (100) (100) (100) (100) 10,900Ending balance 3,111 288 257 119 396 425 652 719 659 426 4,743 4,998 4,998

    III. Non-Operational Sources of Cash (Borrowing)

    Farm Service Agency (FSA) Loan 41,000 41,000

    Other Loans 1,000 4,500 6,000 3,000 1,500 16,000Subtotal 41,000 1,000 4,500 6,000 3,000 1,500 - - - - - - 57,000

    IV. Non-Operational Uses of Cash (Draws and Debt Repayment)

    Draw 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 12,000

    Medical Insurance 200 200 200 200 200 200 200 200 200 200 200 200 2,400

    Total Draws 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 14,400

    Contribution to Savings 100 100 100 100 100 100 100 100 100 100 100 1,100

    FSA Loan Payment 500 500 500 500 500 500 500 500 500 500 500 5,500Other Loan Payments 2,000 3,000 5,000 5,000 1,000 16,000

    Total Debt Repayment - 500 500 500 500 500 2,500 3,500 5,500 5,500 1,500 500 21,500

    V. Operating Income

    Ukiah Farmer's Market 800 1,200 2,400 2,800 3,200 3,200 3,200 1,500 18,300

    Willits Farmer's Market 400 800 1,200 1,600 2,000 2,000 2,000 1,000 11,000

    San Francisco Farmer's Market 800 800 2,400 3,200 4,800 4,800 4,000 4,000 2,000 26,800

    Restaurant 200 300 400 400 400 400 400 200 200 2,900Subtotal - 1,000 2,300 4,800 7,200 9,600 10,400 9,600 9,400 4,700 59,000

    VI. Operating Expenditures

    Labor, on farm (1 person @$8/hr) 1,120 1,120 1,120 1,120 1,920 1,920 1,920 1,920 1,920 1,280 1,120 1,120 17,600

    Labor, at market (1 person @$10/hr) 600 600 600 600 600 600 600 ### #### 4,800

    Worker's Compensation 1,000 1,000

    Subcontracted Labor 500 500 1,000

    Organic Certification 800 800

    Rent (3 acres @ $350 per acre) 88 88 88 88 88 88 88 88 88 88 88 88 1,056

    Utilities 85 85 85 85 85 85 85 85 85 85 85 85 1,020

    Gasoline/Diesel Fuels 140 140 200 250 250 200 200 225 225 200 140 ### #### 2 ,310

    Banking/Accounting 150 100 250

    Office Expense 100 40 40 40 40 40 40 40 40 40 40 40 540

    Auto Maintenance/repairs 50 50 100 50 50 50 350

    Auto Insurance 188 188 187 ### #### 750

    Liability Insurance 225 225 225 ### #### 900

    Tractor Maintenance 200 200 400

    Soil Tests 350

    Seed 4,000 500 4,500

    Amendments

    Compost 350 350 350 1,050

    Manure 250 250 250 750 Gypsum 85 85 85 255

    Kelp Meal 200 200

    Fish Meal 150 150

    Liquid Kelp 350 350

    Liquid Fish 200 200

    Biological Innoculants 100 100

    Veggie Mix Meal 100 100 100 300

    Farmers Market Fees 160 240 240 240 240 240 240 160 ### #### 1,920

    Season Extension

    Row Cover 600 600

    Plastic Mulch 350 350

    Miscellaneous

    Plastic Shopping Bags 350 350Total Operating Expense 8,433 2,023 2,731 3,793 3,223 4,471 3,173 4,733 3,660 3,033 2,283 2,645 43,850

    Year'sTotal

    Appendix 4: Sample Cash Flow Spreadsheetfor the First Two Operating Years(see www.ucsc.edu/casfs for Excel file)

    Year One

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    Sample Cash Flow Spreadsheet for the First TwoOperating Years (contd)

    VII. Capital Expenditures Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

    Greenhouse/Cold Frame

    20' x 48' Insulated Greenhouse 2,500 2,500

    Bench Warmer 950 950

    Propane Heater 500 500

    Propane Supply 700 700

    Propagation Tables 250 250

    20' x 96' Cold Frame (x2) 3,000 3,000

    Irrigation

    Rainbirds and Irrigation pipe 1,775 1,775

    Mazzei Injectors 90 90

    Drip Tape (5,000 ft) 300 300

    Header Pipe 100 100

    Plastic Valves and Fittings 150 150

    Filters 75 75

    Tools/Supplies

    Power/Hardware Tools 800 800

    Felcos (x3) 90 90

    Clippers (x3) 30 30

    Harvest Knives (x5) 50 50

    Knife Sharpeners 30 30

    Rubber Bands 30 30

    Boxes 300 300

    Plastic Box Liners 75 75

    Twist-ties 50 50

    Stirrup Hoes (x3) 60 60

    Hand Hoes (x5) 50 50

    Eye Hoes (x2) 40 40

    Forks- digging (x2) 50 50

    Spades (x2) 50 50

    Shovels (x3) 75 75 Soil Rake 25 25

    Leaf Rake (x1) 20 20

    WheelBarrows (x2) 100 100

    Gloves (x3) 30 30

    Fence Posts 320 320

    Post Pounder 15 15

    Post Hole Digger 50 50

    5 Gal Buckets (x15) 60 60

    Rubbermaid totes 150 150

    Backpack Sprayer 100 100

    Propane Backpack Flamer 250 250

    Ground Cover Fabric 200 200

    Garden Carts (x2) 300 300

    Thermometer 25 25

    Propagation

    Watering Wands (x2) 30 30

    Hoses 100 100

    Trays 210 210

    4 inch pots and trays 110 110

    Tags 17 17

    Peat Moss (30 bales) 380 380

    Vermiculite (25 bags) 350 350

    Worm Castings (50 bags) 500 500

    Bone Meal 60 60

    Potting Soil (60 bags) 430 430

    Dolomite Lime 50 50

    Watering Can 30 30

    Ground Cover Fabric 200 200Pack-out

    Spray Nozzles 60 60

    Hoses 75 75

    Wash Tanks 160 160

    Tables 250 250

    Miscellaneous 50 50

    Marketing

    Digital Scale 500 500

    Battery 60 60

    Awning 75 75

    Tarps 30 30

    Baskets 200 200

    Umbrella 100 100

    Cash Box 30 30

    Tables 200 200

    Tablecloths 150 150

    Miscellaneous Market Supplies 200 200

    Equipment

    50 Horsepower tractor 8,000 8,000

    5 ft. Rototiller 1,500 1,500

    Rotary Mower 850 850

    Disc 500 500

    Chisel 500 500

    4 Horsepower Rototiller 1,500 1,500

    Weedwacker 300 300

    Earthway seeder 80 80

    Lawn Mower 150 150

    Cargo Van 10,000 10,000

    Total Capital Expenditures 40,257 - - 1,545 - - - - - - - - 41,802

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    Appendix 4(contd): Sample Cash FlowSpreadsheet for the First Two OperatingYears

    Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

    I. Personal Savings or checking Account

    Opening Balance 1,100 1,100 1,200 1,300 1,400 1,500 1,600 1,700 1,800 1,900 2,000 2,100

    Contribution (Draw) 100 100 100 100 100 100 100 100 100 100 100Ending Balance 1,100 1,200 1,300 1,400 1,500 1,600 1,700 1,800 1,900 2,000 2,100 2,200

    II. Business Checking Account Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

    Beginning Cash in Ckg 4,998 1 53 297 329 481 385 287 229 1,044 486 1,178

    Operating Income 500 500 1,400 2,600 2,300 4,800 7,200 9,600 10,400 9,600 9,400 4,700 67,998

    Operat ing Expend itures (7,698) (2,148 ) (2,856 ) (3,768 ) (3,348 ) (4,596) (3,498) (4,858) (3,785) (3,358) (2,408) (2,770) (45 ,090)

    Net Cash Flow From Operations (7,198) (1,648) (1,456) (1,168) (1,048) 204 3,702 4,742 6,615 6,242 6,992 1,930 22,908

    Cash From Borrowing 4,000 3,500 3,500 3,000 3,000 1,500 - - - - - - 18,500

    Subtotal - Available 1,801 1,853 2,097 2,129 2,281 2,185 4,087 5,029 6,844 7,286 7,478 3,108 41,408

    Debt Reduction (500) (500) (500) (500) (500) (500) (2,500) (3,500) (4,500) (5,500) (5,000) (500) (24,500)

    Draws (1,200) (1,200) ( 1,200) ( 1,200) ( 1,200) ( 1,200) ( 1,200) ( 1,200) ( 1,200) ( 1,200) ( 1,200) ( 1,200) (14,400)

    Contribution To (From) Savings (100) (100) (100) (100) (100) (100) (100) (100) (100) (100) (100) (100) (1,200)Ending balance 1 53 297 329 481 385 287 229 1,044 486 1,178 1,308 1,308

    . on- pera ona ources o as orrowng

    Farm Service Agency (FSA) Loan -

    Other Loans 4,000 3,500 3,500 3,000 3,000 1,500 18,500Subtotal 4,000 3,500 3,500 3,000 3,000 1,500 - - - - - - 18,500

    IV. Non-Operational Uses of Cash (Draws and Debt Repayment)

    Draw 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 12,000

    Medical Insurance (2 people) 200 200 200 200 200 200 200 200 200 200 200 200 2,400

    Total Draws 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 14,400

    Contribution to Savings 100 100 100 100 100 100 100 100 100 100 100 100 1,200

    FSA Loan Payment 500 500 500 500 500 500 500 500 500 500 500 500 6,000Other Loan Payments 2,000 3,000 4,000 5,000 4,500 18,500

    Total Debt Repayment 500 500 500 500 500 500 2,500 3,500 4,500 5,500 5,000 500 24,500

    V. Operating Income

    Ukiah Farmer's Market 500 500 1,000 1,000 800 1,200 2,400 2,800 3,200 3,200 3,200 1,500 21,300

    Willits Farmer's Market - - 400 600 400 800 1,200 1,600 2,000 2,000 2,000 1,000 12,000

    San Francisco Farmer's Market - - - 800 800 2,400 3,200 4,800 4,800 4,000 4,000 2,000 26,800

    Restaurant - - - 200 300 400 400 400 400 400 200 200 2,900

    Subtotal 500 500 1,400 2,600 2,300 4,800 7,200 9,600 10,400 9,600 9,400 4,700 63,000

    VI. Operating Expenditures

    Labor, on farm (1 person @$8/hr) 1,120 1,120 1,120 1,120 1,920 1,920 1,920 1,920 1,920 1,280 1,120 1,120 17,600

    Labor, at market (1 person @$10/hr) 600 600 600 600 600 600 600 ### #### 4,800

    Worker's Compensation 125 125 125 125 125 125 125 125 125 125 125 ### #### 1,500

    Subcontracted Labor 500 500 1,000

    Organic Certification 800 800

    Rent (3 acres @ $350 per acre) 88 88 88 88 88 88 88 88 88 88 88 88 1,056

    Utilities 85 85 85 85 85 85 85 85 85 85 85 85 1,020

    Gasoline/Diesel Fuels 140 140 200 250 250 200 200 225 225 200 140 ### #### 2,310

    Banking/Accounting 150 100 250

    Office Expense 40 40 40 40 40 40 40 40 40 40 40 40 480

    Auto Maintenance/repairs 50 50 100 50 50 50 350

    Auto Insurance 188 188 187 ### #### 750

    Liability Insurance 225 225 225 ### #### 900

    Tractor Maintenance 200 200 400

    Soil Tests 350

    Seed 4,000 500 4,500

    Amendments

    Compost 350 350 350 1,050

    Manure 250 250 250 750

    Gypsum 85 85 85 255 Kelp Meal 200 200

    Fish Meal 150 150

    Liquid Kelp 350 350

    Liquid Fish 200 200

    Biological Innoculants 100 100

    Veggie Mix Meal 100 100 100 300

    Farmers Market Fees 160 240 240 240 240 240 240 160 ### #### 1,920

    Season Extension

    Row Cover 600 600

    Plastic Mulch 350 350

    Miscellaneous

    Plastic Shopping Bags 200 200 200 200 800Total Operating Expense 7,698 2,148 2,856 3,768 3,348 4,596 3,498 4,858 3,785 3,358 2,408 2,770 44,740

    Year'sTotal

    Year Two

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    * Note: Purple cells for input

    Green cells have formulas

    I. Personal Savings or Checking Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

    Opening Balance - - - - - - - - - - -

    Contribution (Draw)

    Ending Balance - - - - - - - - - - - -

    II. Business Checking Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

    Beginning Cash in Ckg - - - - - - - - - - -

    Operating Income - - - - - - - - - - - - -

    Operating Expenditures - - - - - - - - - - - - -

    Net Cash Flow From Operations - - - - - - - - - - - - -

    Cash From Borrowing - - - - - - - - - - - - -

    Subtotal - Available - - - - - - - - - - - - -

    Capital Expenditures - - - - - - - - - - - - -

    Debt Reduction - - - - - - - - - - - - -

    Draws - - - - - - - - - - - - -

    Contribution To (From) Savings - - - - - - - - - - - - -

    Ending balance - - - - - - - - - - - - -

    III. Non-O